Healthcare’s changing — at a staggering pace. Just within the last decade I’ve seen firsthand as a healthcare professional and emergency physician the resilience of our healthcare heroes, how we adapted and the incredible innovations born from necessity. It’s been a testing time, but these experiences haven’t just shown us how far we’ve come, they’ve also prepared us for what’s next — the industry’s transformation is just getting started.
COVID-19 tested the foundations of our infrastructure. We dealt with overflowing hospitals, strained supply chains and a global race for solutions. Yet, within this crisis, we saw remarkable ingenuity. Telemedicine became a lifeline, connecting people with care from their homes. Scientists across the globe collaborated to develop vaccines at record speed. The pandemic, as tough as it was, pushed us to accelerate, to change how we do things — and we did.
At Northwell Health, we had to reinvent the wheel, sometimes in real-time. As the executive leader responsible for organizing our systemwide COVID-19 response, I saw up close what it meant to lead under extreme pressure. Turning auditoriums into triage centers, shifting patients between hospitals to balance the load – that’s where the strength of our system really shone. Being a larger system gave us a real advantage; it demonstrated the strength of a systemwide foundation established long before the pandemic reached our doorstep. And under Northwell President and CEO Michael Dowling’s leadership, we met the moment.
We’ve accomplished a lot, but healthcare never stands still. New challenges pop up every day, and some older issues remain. Staffing shortages, overcrowded hospitals, the mental health crisis, rising violence and financial pressures demand our attention.
But here’s what I believe: these aren’t roadblocks, they’re opportunities. We have proven that we excel when leading through uncertainty — and today’s healthcare environment is as volatile, uncertain, complex and ambiguous as ever. We’re operating in conditions that demand constant adaptation, and we continue to rise to the occasion with optimism, resilience and confidence.
So, what’s next? Where do we need to focus our energy? And how are we tackling these challenges head-on?
The workforce: Northwell today has more than 104,000 employees. We’re not just hiring, we’re also reimagining the healthcare workplace. We’re investing in training programs to develop the next generation of healthcare professionals. We’re implementing programs to reduce administrative burdens and freeing up clinicians to focus on patient care. And we’re exploring innovative staffing models, leveraging technology to extend the reach of our current workforce and ensure efficient deployment of resources. Telehealth, for instance, continues to play a crucial role, connecting patients with specialists regardless of location.
Access to care: Access to quality primary and specialty care is the foundation of a healthy community and we’re strengthening our network, making sure everyone has access to the care they need, when and where they need it. With 28 hospitals and more than 1,000 outpatient sites of care in one of the most linguistically and ethnically diverse regions of the U.S., we’re building a healthcare system that is more resilient, equitable and responsive to the evolving needs of our communities.
Data and technology: We’re not just selectively adopting technology; we’re harnessing its transformative potential. We’re using data analytics and artificial intelligence to personalize treatments, predict disease outbreaks and optimize resource allocation. We’re exploring the potential of genomics to understand disease at a deeper level and develop more targeted therapies. These advancements hold the key to more effective and efficient healthcare delivery.
Mental health: The mental health crisis demands a proactive and comprehensive approach. We are integrating mental health services into primary care settings, making it easier for individuals to access the support they need. We’re devoting more resources for children and adolescents, who have borne the brunt of mental health struggles during and since the pandemic. We’re expanding access to telehealth options for mental healthcare, eliminating geographical barriers and reducing stigma. We’re also actively working to destigmatize mental health, encouraging open conversations and promoting early intervention.
These are not just aspirations; these are initiatives we are actively pursuing. We’re building a healthcare system that is more resilient, equitable and responsive to the evolving needs of our communities. I’ve seen what’s possible when people collaborate, when we’re driven by a shared purpose.
Leading through the pandemic and navigating all that uncertainty has prepared me for this. I’m ready to take the reins from Michael this October, to guide Northwell through this ongoing transformation. With 25 years dedicated to this health system, I’ve seen the challenges firsthand — but I’ve also seen the incredible strength of our team. Together, we’ll build a healthier future for all.
Dr. John D’Angelo is the incoming president and CEO at Northwell Health, New York’s largest health system. He is currently executive VP and president of Northwell Health’s Central Region.
